Complex Project Management: Analysis of Causes, Issues, Tools

This essay provides an in-depth analysis of complex project management, exploring its definition, causes, and the environmental factors that contribute to its complexity. It examines key complexity models like the Goals and Methods Matrix and Stacey’s Agreement and Certainty Matrix, differentiating between simple, complicated, and complex projects. The essay discusses the issues and implications arising from complexity, including its impact on organizational culture and project performance. Furthermore, it identifies and analyzes various tools and techniques that project managers can use to effectively manage complex projects, emphasizing the importance of adapting to dynamic environments and fostering creativity within project teams. This document is available on Desklib, a platform offering a wide range of study tools and solved assignments for students.

Running head: COMPLEX PROJECT MANAGEMENT
Complex project management
Name of the Student:
Name of the University:

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Table of Contents
1.0 Introduction................................................................................................................................2
2.0 Defining project complexity......................................................................................................3
2.1 Analysis of key complexity models.......................................................................................4
3.0 Separating simple, complicated and complex projects..............................................................7
4.0 Causes of project complexity...................................................................................................11
5.0 Issues and implications in complex projects...........................................................................13
6.0 Tools and techniques to manage project complexity...............................................................16
7.0 Conclusion...............................................................................................................................19
References......................................................................................................................................21

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1.0 Introduction
The paper is based on analyzing the aspects of the project complexity with in-depth
understanding of faceted phenomenon by analyzing different ways that the researchers had
elucidated and its possible suggestions for the project management performance. The paper
mainly reflects on the causes, properties as well as environment of complex projects (Ahern,
Leavy, & Byrne, 2014, p.1372). The paper is proposing multiple definitions of complex project
and theories around the project complexity. The research is supported of causes associated to
project complexity.
The concept of project complexity is continued to dominate the modern day research into
the project management, it is evidenced by increasing the total number of complex projects as
well as programs those are being managed (Cooke-Davies, 2011). This paper is based on
examining various aspects of the complexity into the project management with focus on
definitions, causes, impacts along with management tools.
The environmental factors and properties are contributed to the project complexity. In
this particular study, various tools and techniques are analyzed to aid the project managers for
managing the compound projects. It is found that the paper mainly elaborates causes, properties
that are mainly associated with the complex projects (Eriksson, PLarsson, & Pesamaa, 2017,
p.1514). It is found that number of articles is reviewed in order to recognize tools and techniques
that are utilized by the development manager for managing complex projects. In addition to this,
the paper also elaborates number of theories as well as ideas that are associated with complex
project management.

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2.0 Defining project complexity
Svejvig and Andersen (2015, p. 279) stated that project complexity is state and quality of
being difficult where complex is definite as interconnecting parts. Kerzner (2017, p.143)
proposed that project complexity is consisted of wide-ranging unified parts and operationalise
based on separation along with interdependency. Lee et al., (2017, p.143) offered that project
complexity is a measure of difficulty to execute complex production processes. Complex
projects are termed as complex because of size of budget and team, engagement of stakeholder,
as well as impact of dedicated teams performing project from one to five years. The project
complexity has no such boundaries from smaller to larger projects. Klein, Biesenthal and Dehlin
(2015, p.268) discussed causes of project complexity such as lack of awareness of the project
events, rapid rate of the changes, existence of interdependencies and incapacity to pre-evaluate
the actions. The project managers are required to focus on personal development to overcome
with the project challenges. They are required to increase knowledge in leadership as the
worldwide market is continued to turn into complex. Mottaeva (2017, p. 012124) argued that
project complexity brings changes in the organizational culture, business processes and
strategies, communication channels and project methodologies.
According to McKenna and Baume (2015, p.1477), project complexity generally creates
negative influence on the processes of project management particularly on the performance of
the project. When the project becomes complex, then it becomes one of the major reasons of
concern as it generally influences the various processes of project management. The project

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complexity helps in affecting evaluation, modelling as well as control on time, cost in addition to
value of the project.
2.1 Analysis of key complexity models
Hornstein (2015, p.287) proposed that in order to understand complexity of the projects,
the researcher is focused on complexity models. In order to determine purpose of the research, it
is required to analyze few models and inferences. The models are to be selected those are
relevant to the context of project management. The models are made for the project management
and alerted to solve the problems into change management context.
Goals and methods matrix
This project complexity model is classified based on two parameters such as how well
definite the project goals in addition to definite methods to achieve the goals. This model is
mainly used in the project for reflecting the importance of clear objectives and methods for the
project success. Goals and method matrix are mainly developed where fours different types of
project are identified. In type 1, the goals and objectives of the project are properly definite in
addition to the project manager generally plays a conductor within a project whereas in type 2,
the project goals are properly defined but the activities of the project are not appropriately
defined. In the type 2, the project manager act as a coach and the planning of the project must be
done properly in a rolling way when the information is properly available (Arashpour et al.,
2017, p.649). It is found that in Type 3, the project has both poorly definite goals as well as
methods. It is designed in life cycle stages along with responsibility of the project manager as
craftsman. Type 4 is not scoring on goals or methods. Research and development projects have

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that quality. For example, it is seen that a project based on development of product along with
construction are come under type 2 and type 1 project.

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Figure 1: Goals and methods matrix
(Source: Arashpour et al., 2017, p.651)
Stacey’s agreement and certainty matrix
The map for navigation into field of project complexity is termed as Stacey matrix. This
model is analyzed the project complexity into two dimensions such as degree of certainty as well
as level of agreements. This matrix shows of different zones such as close to agreement, close to
certainty. This particular region is division of simple projects anywhere decision making is
taken. The goal of this project is identification of right process where maximization of business
efficiency is done. Under far from agreement, close to certainty zone, coalition, compromise as
No
No
Methods well defined
Yes
Yes Goals well defined

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well as negotiation are utilized to solve the problems in complex projects (Keegan, Ringhofer, &
Huemann, 2018, p.121). Under close to agreement, far from certainty, the goal is that a strong
leadership is required whereas uncertainty into goals is caused changes which lead to rise into
structural complexity. Finally, under far from Agreement, far from certainty, this matrix is
focused on business changes. This particular model is used to choose among leadership
approaches for selected issues and problems. It is considered as one aspect to tackle the complex
project.
Complexity model
It is found that Baccarini suggested two components of complexity that includes the
element as well as interdependency of the elements. Third element is uncertainty. As uncertainty
leads to project complexity, therefore the project is viewed as dimension of the project
complexity. Browning andRamasesh (2015, p.53) pointed that complexity into the project
increases its complexity as part of causes of projects goes wrong. It is attributes to two causes
such as:
1. Relations among the product as well as project complexity is the first cause. As new
products are being developed, therefore it becomes complex. There is also superior
degree of the inter-element connectivity (Cooke-Davies, 2011).
2. Length of the project is another cause of project complexity. The projects are becoming
time constrained as there is enlarge wish to decrease instance towards the marketplace.
It is found that a project generally has the capacity of interacting with the environment that
generally helps in resulting in a whole which does not get understood by analyzing the various
parts of the project (Mir & Pinnington, 2014, p.203) This perspective generally helps in

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mandating that team members of the project should not be viewed mechanistically, controlled. In
spite of this the project team members must be viewed with much more influence as well as
engagement within the environment of project team for encouraging creativity, learning as well
as most significantly the adaptation. The latest theory that deals with the management of large
complex projects generally does not help in addressing all the significant characteristics of
complex as well as large projects (Ramasesh &Browning, 2014, p. 202). The theory of managing
complex project mainly reflects on number of factors. Embracing the utilization of modern
technology is helpful in delivering projects that is mainly accelerating due to the utilization of
correct technologies that generally can be considered to be helpful in delivering successful
projects.
3.0 Separating simple, complicated and complex projects
According to Trosman et al. (2016, p.1102), complexity theorist generally views various
types of project in a much different light that reflects that a project is nonlinear, dynamic. It is
found that a project generally has the capacity of interacting with the environment that generally
helps in resulting in a whole which does not get understood by analyzing the various parts of the
project (Cooke-Davies, 2011). This perspective generally helps in mandating that team members
of the project should not be viewed mechanistically, controlled. In spite of this the project team
members must be viewed with much more influence as well as engagement within the
environment of project team for encouraging creativity, learning as well as most significantly the
adaptation. Too and Weaver (2014, p. 1385) proposed that at the time of managing a
development projects, it is required to analyze simple, complicated and complex projects.
Following table shows a comparison of simple, complicated and complex project such as:

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Factors Simple project Complicated project Complex project
Definition This type of project is
easily knowable.
This type of project is no
simple but it is
knowable. It is referred
to level of components
into the system.
This type of project is
not totally knowable,
but it is predictable. The
complicated system is
referred to higher level
of difficulty.
Characteristics The simple project is
set of interrelated
tasks to execute within
specific time and cost.
The complicated project
has predictable outcomes
by initial state and
interaction with the outer
forces (Mok, Shen, &
Yang, 2015, p.446).
The complex project is
not constructed, whereas
it is grown.
Relations The simple project is
term as logical
relationship defined as
dependency among
two of the project
activities.
The IT project failure is
a complicated
architecture.
The complex project is
related to ambiguity of
the project goals as well
as method to deliver the
project.
Benefits The project is always
under time and
budget, therefore the
The project deliverable
is innovative and it
results to perform such a
The complex project is
easier to manage by use
of project complexity

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customer is satisfied.
It improves growth as
well as development
with the project team.
service which is required
to produce to finish
business process. It is an
outcome of project
action contributes
towards project meetings
on business objectives.
models. It manages the
complexity dimensions
which are present into
the project.
Disadvantages When a project
manager is hired into a
simple project, the
programs are become
costly and it is critical
to implement due to
lack of project budget.
As a complex project
involved with teams,
then the project manager
faces uncertainty as the
team’s performance is
not carry over other
teams.
Higher level of
ambiguity of project
goal as well as
uncertainty about
delivery methods are
difficult to manage into
traditional ways.
This paper shows the examples of some of the projects which are categorized as complex
projects. BP Horizon Spoil, the Macondo Well Project is a complex project due to complexities
into deep water operations; it creates a creative deep water oil field which was luxurious as
evaluated to shallow water oil drilling. According to Ford (2017, p.12), it is largest marine oil
spill which had taken lives of eleven people. Estimation level was 8-31% in larger volume than
past largest spilling of oil. After that disaster, the company emphasized personal safety along
with gain of important development. In the year 2009, BP has conducted an audit plan related to
safety issues. Chemicals into BP oil are the cause of disaster. In reservoirs, the natural gas level

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was high which had made drilling a challenge. Deep water drilling is profitable and also
technical (Lu et al., 2015, p.612). The Deepwater incident was result of poor planning,
inadequate management of risks and execution included with communication and crisis
management.
Brisbane New Parallel Runway project is a piece of infrastructure project which is
required to handle continued growth into the air travel which is occurred throughout Brisbane
airport. The runway construction is consisted to link between new parallel runways with
domestic as well as international terminals. The construction is done to access to the airport
facilities like general aviation terminal, plane spotter’s area and others. The project milestone is
an achievement of the project work (Williams, 2017, p.57). It is understandable that required size
along with complexity of documents is the main factors which challenge the project work.
People are bringing complex aviation project, therefore the project manager work to bring with
complex project to the life. The success of this project was driven by stronger leadership as well
as proper connectivity among the project stakeholders.
Channel Tunnel project is a complex project as this particular project took 20% longer
than planned and 80% over budget. The tunnel was not totally unprecedented. The issues which
caused delay resulted from three of the factors such as change into specifications of tunnel, lack
of communication among British and French teams and contract was bid by completion of firms.
The main aspect of this complex project was that lot of revenues are projected to drive existing
ferry operations out of the business (Svejvig & Andersen, 2015, p.279). The scope of this project
was related to develop of system for accommodating transfer of regular traffic throughout airport
sized terminals in new rail system. With those project management issues, it is noted that there

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are high financial problems with Channel Tunnel were occurred by optimistic revenue
projection, cost over runs, and projects were failed to anticipate the project goals.
4.0 Causes of project complexity
The project complexity offers a negative influence on the project management process
and project performance. Strengthening project frameworks as well as foundations theory is
related with project management do not have characteristics of large and complex projects. It is
found that the project fundamentals are not properly founded and some of the processes that are
related with the framework are either absent and generally breaks down properly at scale.
According to Popa, Guillermin and Dedeurwaerdere (2015, p.47), if the projects are properly
planned as well as managed then it becomes quite necessary for performing a PCM assessment at
the earliest stage of the project lifecycle for managing the project quite effectively. Following are
the causes of project complexity such as:
Size of the project system: Mok, Shen and Yang (2015, p.447) stated that dimension of
project system is appeared to be one of the causes for the project complexity. The organizational
system is over smallest amount critical size is measured as complex system. It is a project
complexity factor as well as identifies limits to distinguish the size of project.
Variety of project system: The project managers do not have proper idea about the scope,
objectives, time, and budget as well as about the project requirements and as a result they face lot
of complexity in progressing with the project (Carley & Prietula, 2014, p.20). The aspect of
project complexity is based on interactions as well as interdependencies into the project system.

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Interdependencies into the project system: Eskerod, Huemann and Ringhofer (2015,
p.45) explained that interrelationships among the project elements are complex. The project
management tools are not adequate due to authenticity of interdependence. Due to improper
analysis, it is quite difficult to meet all the needs as well as requirements of the project
effectively in addition to thus the chances of increasing intricacy of the project is quite high.
Ineffective leadership: Ineffective leadership within the project can raise lot of
challenges in managing as well as progressing with the project which generally makes the project
complex. It is found that the project managers must have proper leadership skills for
accomplishing the project work within the expected time and in the absence of proper leadership
skills it is quite difficult to manage the project effectively (Moretti et al., 2016, p.19). In
appropriate leadership within the project managers does not lead the project managers to manage
the project team effectively and as a result they face huge complexity in executing each of the
activities of the project within the expected budget and time.
Lack of communication and collaboration: Lack of proper communication is considered
as one of the major cause that generally increases the complexity of the project. Due to improper
communication with the individuals of the project the project managers face lot of complexity in
progressing as well as finishing the tasks of the project. In addition to this, it is found that failure
in tracking the requirements of the project can also be one of the significant causes that can
create impact on the project (Duffield & Whitty, 2015, p.456). Into a complex project, there is
lack of collaboration among the team members, which result into project delay within the
expected time and budget. Collaboration is required to enhance collaboration which is quite
helpful in negotiating the project complexities far more successfully thus it is quite necessary to
enhance collaboration within the organization.

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Inaccurate time and effort estimation: Inaccurate time and effort estimation can make
the project much more complex. It is very much difficult to finish a complex project within a
short period of time. In order to execute the project, it is quite needed to analyze both instance as
well as efforts required so that the entire project gets finished within the expected budget and
time. Inaccurate effort as well as time management creates lot of complexities that not only
impacts the project progress but also assists in enhancing the budget of the project (Endsley,
2017, p.42). For example, it is found that in the T-REX design build project, the project
managers are not able to analyze the effort and as a result they face difficulty in integrating the
design and construction which further makes the project complex. The problem is mainly
resolved by analyzing both the time and effort properly.
From the entire discussion, it is analyzed that the complex project management
environment lacks portfolio management that creates challenges in understanding the priorities
of the project as well as in sharing the best practices of the project. It further creates issues in
understanding the requirements to implement proper tools for supporting the strategic as well as
tactical initiatives of the project (Moretti et al. 2016, p.18). Due to lack of proper qualities of
leadership, the project commitment is not demonstrated properly and thus it lacks proper
empowerment for delivering the project.
5.0 Issues and implications in complex projects
The complexity of project is not analyzed or handled without considering the suggestions
of the project context. The complex project is not a critical project but the issues related to
complex project are cost and performance. The complexity for the project is included of
ambiguity and uncertainty. The challenge into the complex project are that the project manager

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as well as team member are not get what they are expected (Duffield & Whitty, 2015, p.312).
The traditional approaches of project management generally assumes that various contexts as
well as key factors of the project are not changing though the complexity level within the project
is not reducing due to number of unambiguous element for managing as well as controlling the
entire project. It is identified that while the assumption generally assists in simplifying the tasks
but it analyzed that this methods or techniques does not work within the project which generally
may be considered as complex due to number of factors that includes technical difficulties, size,
project constraints as well as various types of conflicting environments (Eskerod, Huemann, &
Ringhofer, 2015, p.45). Proper research on the areas of project management is considered as one
of the technique that can be utilized in order to minimize the complication of the project. It is the
accountability of the project managers as well as others staffs of the project to analyze various
factors that are associated with the project for ensuring that the factors will not raise any type of
challenges during the progress of the project. Following are the issues and implications of
complex projects such as:
Poor project goal: When the goals as well as project objectives are not defined, then the
project is being failed. Most of the projects such as BP Horizon Spoil, Channel Tunnel project,
and Brisbane New Parallel Runway project are consisted of unrealistic expectations clients as
well as project stakeholders. Most of the timeline of project are slipped because of unrealistic
initial deadlines.
Scope creep: Most of the time the project is started with certain way, but as it is
progressed it makes various shapes. It is difficult for the project manager as unpredictable
changes are occurred which leads to project failure (Fairhurst & Connaughton2014, p.45).

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Improper project planning and not understanding the customer’s requirements are causes of
scope creep into complex projects.
Improper communication: Poor communication is main challenge for the complex
projects as it gets way to deliver the project successfully. It is sometimes seen that the team
members are not communicated properly with others which lead to project conflicts. Ineffective
communication can lead to project failures.
Risk management: When the project work is not going as per planned, then risk
management is one of the issues that the project manager has to deal with. The project
management experts are seasoned that the project manager has ability to oversee with the risks
which creep up the project anytime (Riol & Thuillier, 2015, p.251). The risks are uncertain into
the financial market, concealed flaws into the project plan and unidentified facts which provide
an influence on the project achievement.
Not use of project management software: When the project manager is not using the
project management software then it provides a huge effect on the communication purposes and
project management (Badewi, 2016, p.762). When the software is not used, then it provides an
issue with scheduling the project and estimating the project cost.
Issues with the team: The project team is consisted of various project members who have
different personality, management as well as catering the requirements at times (Carley &
Prietula, 2014, p.23). The issues among the team members are challenge for the managers to deal
with.

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6.0 Tools and techniques to manage project complexity
The project management tools and techniques are key significant part of the project
management. The tools and techniques are running the project work easier along with effective
(Moretti et al., 2016, p.18). Tools that are associated with complex project generally highlights
the fact that proper research on the area of project management, system thinking as well as
complexity theories are generally helpful in understanding as well as managing the complexity
of the projects so that the complex projects can also be managed quite effectively and the
objectives of the project can be successfully accomplished (Marcelino-Sadaba et al., 2015,
p.328). Project management analysis is considered as one of the technique that is mainly utilize
to identify all the information that are generally required for achieving the goals in addition to
objectives of the project and for making the plan successfully (Too & Weaver, 2014, p.1384). It
is quite important to review the various process of the project quite effectively for ensuring that
the project will not face any challenges during the progress of the project.
Assessments of project management metrics as well as KPI’s are identified by
determining the key metrics of project performance so that the entire project can be performed
successfully. A proper review of one or more project plans are analyzed that generally focuses on
the comprehensiveness of the project, risks that can affect the project, testing as well as various
quality assurance plans as well as proper resource planning (Todorovic, et al., 2015, p.772).
Additionally, it is found that for smooth performance of the project, it is very much necessary for
the project managers to undertake proper communication plan analysis as well as analysis of
project metrics, change management, project reviews and more for smooth performance of the
project and for reducing the challenges and issues which are mainly associated with the complex

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projects (Hornstein, 2015, p.292). Following are the project management tools and techniques
which are used to manage complex project such as:
Gantt chart: This tool is used to modify as well as optimize the efficiency of the project
processes. Into the project management, the Gantt chart is a chart which is devised to plan
sequence of the project activities. This tool is used to complete and determine the timeline as
well as resources required (Joslin & Muller, 2015). This chart allows the project users to
understand the project at deeper level along with increase its project efficiency.
PERT: The project control techniques such as PERT used to monitor the time. This
project management planning tool is used for calculating amount of realistic time which is taken
to finish the project. It is used to calculate duration of the individual tasks for entire project. It
permits the team coordination as well as organization to become effective (Duffield & Whitty,
2015, p.18). When the project is complex, it is required to visualize the project activities in
efficient manner as well as each of the interdependencies.
Critical path method (CRM): In order to calculate the critical path, this tool is used to
consider durations, dependencies among the project activities along with data constraints which
are defined in the planning phase. The software is used to identify the critical path of the project.
CRM tool is used to keep the critical path up-to-date as well as updated when there is
introduction of changes (Collinson, 2014, p.38). The project activities along with critical paths
are repositioned as per the planned project schedule.
Decision tree: A decision tree is also considered as one of the useful tool that helps in
enabling the selection between several courses of actions. It generally assists in giving proper as
well as explored outcomes that requires to be properly investigated. It generally assists in

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forming proper balanced picture for the risks and challenges that are related for the project
(Tourish, 2014, p.80). It is found that decision tree is mainly used in order to select between
number of strategies as well as investment opportunities for reducing the project complexity and
for enhancing the chances of project success.
According to Endsley (2017, p.2014) presence of proper framework that is associated
with complexity thinking is quite useful in managing the complex project quite effectively. The
first step that is required to be follow is to undertake proper diagnosis of project complexity with
the help of proper complexity model so that the project managers can be able to get proper ideas
about the complexity of the project. Secondly it is necessary to assign number of competent
leaders within the project with appropriate complexity profile so that they can be able to
administer the complexity of the project quite successfully without creating any type of problem
or affect on the progress of the project (Fairhurst & Connaughton, 2014, p.34). Thirdly, it is
found that the selection of proper project management approach that commensurate with the
complexity profile of the project is very much helpful for the project managers to manage the
complexity of the project. Lastly, management of complexity dimensions that are generally
associated with the project are very much helpful in managing the project that are very much
complex.
The project complexity theories are considered as a tool that can be utilized to aid the
project managers to manage complex projects. It is found that the complexity theories help in
providing solutions to the project managers by teaching them the techniques to handle the
complexity of the project quite effectively so that the project can get finished within the expected
financial plan and time by accomplishing the goals of the project (Duffield & Whitty, 2015,
p.2015). It is found that with the help of the project management theories, the project can be

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made much more successful. The complexity theories do not provide ways to manage the
complexity of the project but also helps in providing techniques that are quite helpful in building
strong and effective project team so that with proper collaboration the objectives of the project
can also be achieved within a complex project. In addition to the above-mentioned tools it is
found that there are number of other procedures that are also supportive in reducing the project
complexity and help the project managers to contract with the complexity of the project quite
effectively (Endsley, 2017, p.2014). The tools and techniques include development of risk
profile, decision tree as well as radar chart. It is found that risk map is one of the simple
representations of project risks that are generally identified on the basis of impact and likelihood
(Moretti et al., 2016, p.18). It generally helps in marking the risks as per the probability of the
risk and as per the probability the risks are marked as low, medium as well as high. It is found
that a combined classification of risk generally has high probability as well as high risks are
generally treated first as their impact on the project will be more (Fairhurst et al.,2014, p.24).
Proper management of project risks within the help of the risk profile generally helps in
managing the complexity of the project quite effectively.
7.0 Conclusion
It can be concluded from the entire project that the complex projects can be managed by
the project managers. It is very much important to analyze the cause as well as impacts of the
complexities that can occur. In order to avoid complexities, the most important task before the
project managers is to analyze the requirements of the project properly. The project complexity
theories are very much helpful in managing the activities as well as tasks of the complex project.
It is the responsibilities of the project managers to focus on the complexity theories of the project

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so that they can be able to handle the complex projects efficiently. In addition to this, it is found
that there are number of tools and techniques that are required to be utilized by the project
managers in order to direct the composite projects so that the entire project can be successfully
finished within the expected budget and time. In order to administer the complex project, the
project managers need to utilize technique of mentoring as well as requires utilizing the facility
of proper training. Management of complexity dimensions that are generally associated with the
project are very much helpful in managing the project that are very much complex.

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